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IT world, it is expected to change to reflect new or revised practices. Members
are encouraged to submit recommended changes to:
The Registrar
BCS
1st Floor, Block D
North Star House
North Star Avenue
Swindon, UK, SN2 1FA
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The British Computer Society Code of Good Practice version 1 September 2004 Page 5 of 36
2 Practices Common to all Disciplines
Maintain Your Technical Competence
Seek to improve your IT skills by attending relevant courses offered by the
organisation; if such courses are not available, pursue other sources, such as
external courses, computer-based training or technical publications.
While striving to put newly learned skills into practice, be cautious of attempting
anything which you are not qualified to do; inform your management if so
requested and only proceed if your management accept the consequences.
Keep up to date with technological advances, through training, technical
publications and specialist groups within professional bodies; recognise that
information gained from the Internet may not be validated.
Attain appropriate qualifications.
Actively participate in specialist bodies such as the BCS Specialist Groups.
Commit to a continuing professional development (CPD) programme and seek
further contemporary education and training on IT matters.
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Adhere to Regulations
Follow the standards relevant to the organisation's business, technology and
development methods; encouraging new standards, where appropriate standards
do not exist.
Use standards in an intelligent and effective manner to achieve well-engineered
results.
Keep up to date with new standards and promote their adoption by the
organisation when they are sufficiently mature and can offer real benefit to the
organisation. Keep up to date with internal and external regulations and promote
their adoption by the organisation if of benefit to the organisation or if necessary
to sustain the public good.
Ensure that you are up to date with the substance and content of the legal and
regulatory frameworks (including but not restricted to data protection, health and
safety, copyright geographical and industrial) that apply to your work; act at all
times in a manner that gives full effect to your obligations under such legal and
regulatory frameworks and encourage your colleagues to do likewise.
Seek professional advice at an early stage if you have any doubts about the
appropriate application of the law or regulations.
Concern yourself with the needs of people with, for example, visual impairments,
dyslexia or physical disabilities; as a minimum, comply with the Disability
Discrimination Act (October 2004).
Comply with non-discriminatory legislation in the areas of race, colour, ethnic
origin, sexual orientation, disability or age in all aspects of your work.
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Act Professionally as a Specialist
Maintain your knowledge of your specialism at the highest level by, for example,
reading relevant literature, attending conferences and seminars, meeting and
maintaining contact with other leading practitioners and through taking an active
part in appropriate learned, professional and trade bodies.
Evaluate new products, assess their potential benefit and recommend their use
where appropriate.
Keep in close touch with and contribute to current developments in the
specialism, particularly within the organisation and your own industry.
When competent, offer expert advice, both reactively and pro-actively, to those
engaged in activities where the specialism is applicable; this includes budgetary
and financial planning, litigation, legislation and health and safety.
Understand the boundaries of your specialist knowledge; admit when you may be
required to cross this boundary and seek advice from colleagues with the
necessary expertise; do not make misleading claims about your expertise.
Exercise a sense of social responsibility for the implications of your work.
Keep colleagues informed of advances in technology, circulating appropriate
documents, setting up libraries and arranging discussion groups.
Be aware that most people within the organisation do not share your expertise;
avoid technical jargon and express yourself clearly in terms they understand.
Be aware of the risks and liabilities resulting from giving incorrect advice; if
appropriate take out professional indemnity insurance.
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Use Appropriate Methods and Tools
Keep up to date with new methods and the tools to support these methods
Promote the effective use of methods and tools within the organisation.
Recommend the adoption of new methods only when they have been
demonstrated to be effective for the organisation and are supported by suitable
tools.
Explain to non-IT staff the purpose of any methods that have impact on their
duties, so that they can understand the outputs and appreciate the benefits.
Recognise the scope and applicability of methods and resist any pressure to use
inappropriate methods.
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Manage Your Workload Efficiently
Report any overruns to budget or timescales as they become apparent; do not
assume that you will be able to recover them later.
Ensure that your work is covered by Terms of Reference and be wary of
exceeding them.
Do not undertake, or commit to, more assignments than you can reasonably
expect to meet in a given time.
Ensure that you have the necessary resources to complete assignments within
agreed time scales.
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Participate Maturely
Provide constructive criticism of colleagues' work, aiming to improve the quality of
the work without belittling your colleagues.
Accept constructive criticism of your work, appreciating that your colleagues may
have better solutions.
Maintain good working relationships with colleagues, customers and users, even
if you may strongly disagree with them; however, ensure that such
disagreements are recorded.
Ensure that the views of all participants are taken into the account and are fairly
represented in the resulting list of actions.
Follow up all actions placed on yourself, even in cases where you do not entirely
agree with them.
Utilise technical reviews as an aid to your professional judgement, seeking
specialist advice where appropriate.
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Respect the Interests of your Customers
Declare any personal gains, financial or otherwise, that you may make from any
proposed work; do not falsify or conceal information for your own benefit.
Accept only those assignments which you are qualified and competent to
undertake; you have a particular responsibility when you consider an assignment
to be of questionable value to your customer.
Safeguard the confidentiality of all information concerning your customers.
Refrain from acting for several customers with competing or conflicting interests
without prior agreement from all parties.
Utilise professional judgement and act with professional objectivity and
independence at all times; in this respect "independence" is taken to mean
"independence of relationships which might be taken to impair objectivity".
Inform customers immediately of any interests or change of circumstances, which
might prejudice the objectivity of the advice given.
Disclose any interests in products which you may recommend to your customer.
Do not disclose to any third party any confidential information about your
customers or its competitors.
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Promote Good Practices within the Organisation
Identify opportunities for increasing the awareness of IT throughout the
organisation.
Be aware of the interaction of your work with that of others involved in the same
activity.
Seek to identify potential hazards, failures and risks associated with your work or
work place, and seek to ensure that they are appropriately addressed.
Ensure that those working under your supervision or direction are competent,
that they are made aware of their responsibilities and they accept personal
responsibility for the work delegated to them.
Help to promote a culture within the organisation which strives for continuous
improvement; seek involvement and participation in best practices at all levels.
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When problems arise, take responsible corrective actions, even when such
actions are beyond your responsibility.
Take every opportunity to contribute to formal quality management systems
within the organisation and fully understand quality and commercial practices.
Contribute positively to the fulfilment of the overall QA function of the
organisation.
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Represent the Profession to the Public
Contribute to the education of the public whenever you have the opportunity, so
that they can be aware of and form an objective and informed view on IT issues.
Ensure that all complaints from members of the public are dealt with properly
through to resolution; such complaints include, but are not restricted, to
accessibility, data protection and data security issues.
Encourage user and consumer trust in global networks and electronic commerce.
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3 Key IT Practices
3.1 Programme/Project Management
When Managing a Programme of Work
Make a clear distinction between projects that result in contract deliverables
and programmes that provide your customer with process improvements
and business benefits.
Advise your customer if, in your opinion, any stage in the programme will
not deliver the anticipated benefits.
Work with your customer and supplier(s) to reach a common understanding
of the programme structure in terms of projects, deliverables, costs, inter-
project dependencies, external assumptions and responsibilities for each
element of work.
Adopt transparent reporting based on quantitative, objective measures that
are shared by your customer and supplier(s) to ensure a common
understanding of the status of the programme, the risks and any variances
from plan.
Review and agree with your customer any key external pressures and
influences for business improvement, plans for organisational change,
parallel programmes (with potential mutual dependencies) and the effect
these may have on the programme.
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When Defining a New Project
Encourage your customer to:
• Explain fully the corporate objectives that underpin the requirement,
the scope, issues, constraints and risks to be addressed.
• Articulate clearly the desired business benefits and how they will be
measured.
• Explain fully the project deliverables.
• Define the information and services that your customer will provide.
Offer constructive challenge to your customer if:
• The requirement is unrealistic
• Any of your customer's expectations are unreasonable
• There is a better way of meeting the requirement
• A relatively minor change to the requirement might significantly
reduce the cost, risk or timescale.
Select and list appropriate quality standards and procedures.
Devise an acceptance strategy that will fairly demonstrate that the
requirements of the project have been met.
List your assumptions, especially those that relate to goods or services
provided by your customer, and gain your customer's approval of their
validity.
Define the escalation/exception procedures to be followed in the event of
deviation from the plan.
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When Planning
Ensure that the scope, deliverables, timescales, costs and responsibilities
are agreed in advance.
Seek out similar projects and benefit from the lessons learned.
Make realistic estimates of the costs, timescales and resource
requirements, wherever possible basing your estimates on recognised
methods and/or experience of delivering similar solutions.
Resist the pressure to accept estimates produced in earlier stages.
Be aware of the pitfalls associated with estimating tools; use other methods
to double-check the feasibility of the results.
Assure yourself that you have the resources required to complete the work
within the agreed costs and timescales.
Do not depend on later contract changes to recover overspend.
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When Managing Project Risks
Seek out the real risks to the customer, the organisation and any suppliers.
Resist the temptation to identify only the manageable risks.
Openly and frankly discuss with your customer the options for allocating,
managing, mitigating and insuring against the risks.
Avoid accepting responsibility for a risk that would be better owned by your
customer.
Where risk is created by virtue of the scale or novelty of a solution for which
there is no reliable benchmark for estimation, consider a modular or
incremental approach to reduce risk.
Devise mitigation actions that will reduce the chances of the most serious
risks happening.
Regularly review the risks and revise the mitigating actions.
Make yourself aware of the differences between civil and criminal law in the
treatment of risk
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When Managing and Deploying the Project Team
Ensure that all team members are given written instructions on each task to
be performed, with target completion dates.
Monitor the deployment of individuals objectively to ensure that they are
contributing effectively whilst developing skills and experience.
Deal sensitively with team members who are not performing well;
investigate the root causes and take effective measures.
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When Tracking Progress
Maintain metrics on all project activities, so that later projects can benefit.
Accurately record the effort spent on each task; do not hide overruns by
booking to other tasks.
Provide early warning of any possible overrun to budget or timeline, so that
appropriate actions can be taken.
Do not assume that any overruns can be recovered later in the project; in
particular do not cut back on later activities such as testing.
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When Closing a Project
Honestly summarise the mistakes made, good fortune encountered and
lessons learned.
Recommend changes that will be of benefit to later projects.
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3.2 Relationship Management
When Seeking New Customers
Ensure that a common understanding exists throughout the organisation of
its corporate objectives, market position, product lines and development
plans and that these form the basis of marketing strategy.
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When Selling to Prospective Customers
Do not overstate the capabilities, performance and benefits of the proposed
products or services.
Ensure the organisation has the necessary resources available to deliver
on schedule.
Make your prospective customer aware of any risks in your proposed
solution.
Assure yourself that your prospective customer has the necessary skills,
equipment and organisation to make effective use of your proposed
solution.
Identify to your prospective customer any additional costs or changes
necessary to make effective use of the proposed products and services.
Within the limits of the law, strive to understand what your competitors
offer, make every effort to provide a superior solution, but resist the
temptation to belittle the offerings of your competitors.
Maintain contact with your prospective customer after conclusion of the
sales activity; elicit any shortcomings in the sales activity and initiate
remedial actions.
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When Negotiating Contracts and Service Levels
Avoid later disappointment by negotiating achievable service levels at
realistic prices.
Avoid situations that could later be interpreted as corrupt (accepting or
giving lavish gifts, entertainment, etc).
Whilst aiming for a successful relationship, ensure the agreement of
dispute resolution terms and processes that the organisation can afford if
need be.
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When Managing Customer Relationships
Instil in your customer a well-founded confidence in the products and
services to be delivered, and your commitment to performance, risk,
timescales and delivery.
Set targets and monitor performance against these targets, aiming to
exceed the contractual targets.
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Resist the temptation to hide overruns; do not assume that you will recover
any lost time in later stages of the project.
Keep your customer informed of any problems that might impact on the
quality of the deliverables.
Ensure that any strategic problems are identified at the earliest opportunity
and that solutions are identified and implemented.
Do not sub-contract out any of your responsibilities without prior agreement
by your customer; if you do sub-contract, fulfil your responsibilities for the
performance of the work.
Actively represent your team, ensuring that effective relationships are built
and maintained with your customer, suppliers and other departments in the
organisation.
Respond promptly to your customer's queries and complaints and ensure
that all necessary actions are taken.
Encourage your customer to participate in reviews to facilitate process
improvement.
Seek out and encourage changes to your customer's processes which will
increase the benefits of your products and services.
Resist the temptation to blame your customer for all misunderstandings.
Ensure that the necessary processes and procedures are in place to
maintain or recover the delivery of systems and services in the event of any
physical, technical or environmental disaster or major outage, providing
continuity of service to your customer.
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When Managing Supplier Relationships
Act impartially when selecting new suppliers; establish evaluation criteria
that are not biased towards a particular solution and apply the criteria
rigorously to all proposals.
Encourage resolution of any shortcomings in the service, through proper
communication between all parties, rather than resorting to penalty clauses.
Whilst representing the interests of your own organisation, act impartially in
any dispute between the supplier and the users.
Provide regular feedback to the supplier, so that any improvements can be
made before any problems become serious.
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The British Computer Society Code of Good Practice version 1 September 2004 Page 14 of 36
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